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Doris Reeves-Lipscomb

Whitepapers: Anecdote - 0 views

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    White paper by Shawn Callahan, Mark Schenk, and Nancy White, April 21, 2008 on Building a collaborative workplace "THE ROLE OF LEADERSHIP Leadership is a keystone for establishing supportive collaboration cultures, especially in teams and communities. This is based on how leaders mainly embed their beliefs, values and assumptions in the fabric of their organisation. There are six main behaviours that leaders display that mould the organisation's culture.[3] What leaders pay attention to, measure, and control on a regular basis-are they paying attention to collaborative strategies and behaviours from team, community and network perspectives? How leaders react to critical incidents and organisational crises-are they sacrificing long-term goals for short-term fixes which sabotage collaboration? Does fear of connecting to the larger network keep them from tapping into it? How leaders allocate resources-are they investing in the collaboration capability? Is it attentive to all three types of collaboration? How leaders express their identity through deliberate role modelling, teaching, and coaching-as our leaders collaborate, so do we! How leaders allocate rewards and status-are your leaders rewarding individual or collaborative behaviours? Or both? How leaders recruit, select, promote, and excommunicate-are collaborative talents sought and nurtured?"
Doris Reeves-Lipscomb

Are you a Learning Leader? - 1 views

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    Blog by Susan Freeman, StepUpLeader, June 2014 Talks about leaders and learning and honesty. "Upon deeper reflection, there is something they absolutely must possess in order for us to work well together; That is being a LEARNER. By this I mean the willingness to admit that they don't know what they don't know. They will approach the learning process with an attitude of curiosity, appreciating each new discovery with gusto. They don't resist it; they EMBRACE it. I call it leadership resilience. Leadership resilience is crucial for leaders. When a leader can't be honest about what he doesn't know, it shuts down the ability for others to learn and innovate within the organization. In order to move from where we are now to a future desired result, we must let go of our need to know. When a leader can embrace curiosity, wonder and being comfortable with uncertainty, it makes it acceptable for others to do so."
Doris Reeves-Lipscomb

Shut Up and Sit Down - The New Yorker - 0 views

  • People who fetishize leadership sometimes find themselves longing for crisis.
  • Our faith in the value of leadership is durable—it survives, again and again, our disappointment with actual leaders.
  • f you’re flexible in how you translate the word “leadership,” you’ll find that people have been thinking about it for a very long time.
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  • Rost found that writers on leadership had defined it in more than two hundred ways. Often, they glided between incompatible definitions within the same book: they argued that leaders should be simultaneously decisive and flexible, or visionary and open-minded. The closest they came to a consensus definition of leadership was the idea that it was “good management.” In practice, Rost wrote, “leadership is a word that has come to mean all things to all people.”
  • “The End of Leadership,” from 2012, Barbara Kellerman, a founding director of the Harvard Kennedy School’s Center for Public Leadership, wrote that “we don’t have much better an idea of how to grow good leaders, or of how to stop or at least slow bad leaders, than we did a hundred or even a thousand years ago.” She points out that, historically, the “trajectory” of leadership has been “about the devolution of power,” from the king to the voters, say, or the boss to the shareholders. In recent years, technological and economic changes like social media and globalization have made leaders less powerful.
  • Max Weber distinguished between the “charismatic” leadership of traditional societies and the “bureaucratic” leadership on offer in the industrialized world.
  • Khurana found that many companies passed over good internal candidates for C.E.O. in favor of “messiah” figures with exceptional charisma.
  • Charismatic C.E.O.s are often famous, and they make good copy;
  • y the mid-twentieth century
  • “process-based” approach. T
  • if you read a detailed, process-oriented account of Jobs’s career (“Becoming Steve Jobs,” by Brent Schlender and Rick Tetzeli, is particularly good), it’s clear that Jobs was a master of the leadership process. Time and time again, he gathered intelligence about the future of technology; surveyed the competition and refined his taste; set goals and assembled teams; tracked projects, intervening into even apparently trivial decisions; and followed through, considering the minute details of marketing and retail. Although Jobs had considerable charisma, his real edge was his thoughtful involvement in every step of an unusually expansive leadership process.
  • some organizations the candidate pool is heavily filtered: in the military, for example, everyone who aspires to command must jump through the same set of hoops. In Congress, though, you can vault in as a businessperson, or a veteran, or the scion of a political family.
  • whether times are bad enough to justify gambling on a dark-horse candidate.
  • Leadership BS
  • five virtues that are almost universally praised by popular leadership writers—modesty, authenticity, truthfulness, trustworthiness,
  • and selflessness—and argues that most real-world leaders ignore these virtues. (If anything, they tend to be narcissistic, back-stabbing, self-promoting shape-shifters.) To Pfeffer, the leadership industry is Orwellian.
  • Reading Samet’s anthology, one sees how starkly perspectival leadership is. From the inside, it often feels like a poorly improvised performance; leading is like starring in a lip-synched music video. The trick is to make it look convincing from the outside. And so the anthology takes pains to show how leaders react to the ambiguities of their roles. In one excerpt, from the memoirs of Ulysses S. Grant, Samet finds him marching toward an enemy camp. Grant, a newly minted colonel who has never commanded in combat, is terrified: “My heart kept getting higher and higher, until it felt to me as though it was in my throat.” When the camp comes into view, however, it’s deserted—the other commander, Grant surmises, “had been as much afraid of me as I had been of him.” Leaders, he realizes, are imagined to be fearless but aren’t; ideally, one might hide one’s fear while finding in it clues about what the enemy will do.
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    article by Joshua Rothman on leadership and how our views of leadership have changed through the centuries and how leadership virtues don't always agree with the actions taken by "leaders" whom we admire. 
Lisa Levinson

The Dawn of System Leadership | Stanford Social Innovation Review - 0 views

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    The authors Peter Senge, Hal Hamilton, and John Kania in this magazine article from Winter 2015 outline their belief that the deep changes necessary to accelerate progress against society's most intractable problems require a unique type of leader - the systems leader, the person who catalyzes collective leadership. They use Nelson Mandela as the supreme example of this, but state that they have met many systems leaders on a national, regional, and local level. Systems leaders have the ability to see the interconnection of all the moving parts of a problem, issue, or crisis and develop interventions designed to bring diverse views and standings together in supportive and structured ways to address differences. "The simple idea that you could bring together those who had suffered profound losses with those whose actions led to those losses, to face one another, tell their truths, forgive, and move on, was not only a profound gesture of civilization but also a cauldron for creating collective leadership. Indeed, the process would have been impossible without the leadership of people like Bishop Desmond Tutu and former President F. W. de Klerk."
Doris Reeves-Lipscomb

The Best Leaders Are Insatiable Learners - Bill Taylor - Harvard Business Review - 0 views

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    Blog post by Bill Taylor, September 5, 2014, HBR Blog Network Cites John Gardner "It was on what he called "Personal Renewal," the urgent need for leaders who wish to make a difference and stay effective to commit themselves to continue learning and growing" He then offered a simple maxim to guide the accomplished leaders in the room. "Be interested," he urged them. "Everyone wants to be interesting, but the vitalizing thing is to be interested…As the proverb says, 'It's what you learn after you know it all that counts.'" What did Spence learn from Collins? "You're only as young as the new things you do," he writes, "the number of 'firsts' in your days and weeks." Ask any educator and they'll agree: We learn the most when we encounter people who are the least like us.
Doris Reeves-Lipscomb

The Nonprofit Leadership Development Deficit | Stanford Social Innovation Review - 0 views

  • too many nonprofit CEOs and their boards continue to miss the answer to succession planning sitting right under their noses—the homegrown leader.
  • leadership development deficit.
  • The sector’s C-suite leaders, frustrated at the lack of opportunities and mentoring, are not staying around long enough to move up. Even CEOs are exiting because their boards aren’t supporting them and helping them to grow.
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  • 2006 study
  • Bridgespan predicted that there would be a huge need for top-notch nonprofit leaders, driven by the growth of the nonprofit sector and the looming retirement of baby boomers from leadership posts.
  • the need for C-suite leaders5 grew dramatically.
  • the majority of our survey respondents (57 percent) attributed their retention challenges at least partially to low compensation, an issue that can feel daunting to many nonprofits. Lack of development and growth opportunities ranked next, cited by half of respondents as a reason that leaders leave their organizations.
  • those jobs keep coming open.
  • Surprisingly, little is due to the wave of retirement we have all been expecting: only 6 percent of leaders actually retired in the past two years.6
  • major reason is turnover:
  • losing a star performer in a senior development role costs nine times her annual salary to replace.
  • supply grew with it. Organizations largely found leaders to fill the demand.
  • corporate CEOs dedicate 30 to 50 percent of their time and focus on cultivating talent within their organizations.1
  • lack of learning and growth
  • lack of mentorship and support
  • he number one reason CEOs say they would leave their current role, other than to retire, was difficulty with the board of directors.
  • respondents said that their organizations lacked the talent management processes required to develop staff, and that they had not made staff development a high priority
  • combination of learning through doing, learning through hearing or being coached, and learning through formal training.
  • skill development can compensate for lack of upward trajectory. Stretch opportunities abound in smaller organizations where a large number of responsibilities are divided among a small number of people.
  • found that staff members who feel their organizations are supporting their growth stay longer than those who don’t, because they trust that their organizations will continue to invest in them over time.1
  • “When you invest in developing talent, people are better at their jobs, people stay with their employers longer, and others will consider working for these organizations in the first place because they see growth potential.”
  • define the organization’s future leadership requirements, identify promising internal candidates, and provide the right doses of stretch assignments, mentoring, formal training, and performance assessment to grow their capabilities.
  • Addressing root causes may steer funders away from supporting traditional approaches, such as fellowships, training, and conferences, and toward helping grantees to build their internal leadership development capabilities, growing talent now and into the future across their portfolio of grantees.
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    Really wonderful article on nonprofit leadership development and how the lack of it leads to much external executive hiring and high turnover in these roles
Doris Reeves-Lipscomb

Leaning into Discomfort: Social Sector Leadership in the 21st Century - NPQ - Nonprofit... - 0 views

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    Article on Leaning into Discomfort: Social Sector Leadership inthe 21st Century, NPQ (Nonprofit Quarterly), May 7, 2012 Excerpt from interview with Nancy Northup, Center for Reproductive Rights: ""In fact, leaning into discomfort, I think, is critical, to make sure that what we are doing-both externally, as we work to establish reproductive rights around the world, and internally, at the organization level-is bold enough. The organization had better be feeling discomfort if it's leaning into new strategies and ways of working. "You have always to ask, Am I pushing for the change that's really needed? On all of those levels, you have to continually refresh and check and make sure that you're getting the most power for the mission by being as uncomfortable as possible. Because change is hard, and the reason why you have to look at all those different levels-yourself, your organization, and then the world-is that if you're not willing to hold the tension of change as an organization, how can you begin to understand what you have to risk and what others have to risk to make change happen in the world?"" Excerpt from interview with Ai-jen Poo, National Domestic Workers Alliance: As Poo observed, "Domestic workers work in isolated workplaces. They don't have any job security whatsoever, and there are no labor standards or protections, except-for now-in New York, because of us. But really, there's nothing mediating the relationship between a worker and an employer-your workplace is somebody else's so-called castle. It already takes a lot of courage to assert your rights and dignity, and to make sure that you get paid on time, and to make sure that you can get home on time to your own children. And all of these challenges that are just day-to-day challenges of living in that environment already demonstrate a tremendous amount of day-to-day courage." Excerpt from interview with George Goehl, National People's Action
Doris Reeves-Lipscomb

Manager and machine: The new leadership equation | McKinsey & Company - 0 views

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    article by Martin Dewhurst and Paul Willmott, September 2014 on new leadership skills required in age of new information technologies Machines force executives and senior leaders to: 1. open up their companies through crowdsourcing and social platforms within and across organizational boundaries 2. create data sets worthy of the most intelligent machines 3. "let go" in ways that run counter to a century of OD 4. executives...able to make the biggest difference through the human touch. ...questions they frame, their vigor in attaching exceptional circumstances highlighted by increasingly intelligent algorithms ... tolerating ambiguity and focusing on the "softer" side of management to engage the organization and build its capacity for self-renewal. 5. turbocharged data-analytics strategy, a new top-team mind-set, fresh talent approaches, and a concerted effort to break down information silos...transcend number crunching..."weak signals" from social media and other sources also contain powerful insights and should be part of the data-creation process. 6. ...early movers will probably gain insights of unstructured data, such as email discussions between representatives or discussion threads in social media. 7. ...dashboards don't create themselves. Senior executives must find and set the software parameters needed to determine, for instance, which data gets prioritized and which gets flagged for escalation. 8. ...odds of sinking under the weight of even quite valuable insights grow as well. Answer: democratizing it: encouraging and expecting the organization to manage itself without bringing decisions upward. ...business units and functions will be able to make more and better decisions on their own. 9. 8 will happen even as the CEO begins to morph into a "chief experimentation officer," who draws from acute observance of early signals to bolster a company's ability to experiment at scale. 10. need to "let go" will be more significant and the discomfort of s
Doris Reeves-Lipscomb

Towards Maturity - Senior L&D Leaders React to the 2014 Benchmark Findings - 0 views

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    Good way to release survey results in "preview" fashion to collect reactions from senior L & D leaders which were then incorporated into the report for final release. Blog post by Levi Phillips on 12/5/14. "We captured some first-time responses from L&D leaders to three simple questions at the event: 1. What caught your attention from the findings presented today? 2. What actions are you taking away from today? 3. What do you think will inspire others in your sector and/or network?"
Lisa Levinson

http://www.jennygilmore.com.au/JennyNew/wp-content/uploads/2013/04/Principles-of-Femini... - 0 views

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    Principles of Feminist Social Work Process by Jenny Gilmore. These principles mesh well with the work on systems leaders, as really all that is written about systems leaders are found in these principles which have been practiced since the 1960's by feminist leaders.
Lisa Levinson

ALF - Silicon Valley - Overview & Mission - 0 views

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    A network of regional leaders committed to serving the common good in Silicon Valley. They have created a Fellows program that brings together demonstrated leaders to explore process of collaborative leadership that can strengthen their capacity to address difficult issues. Graduates of the program are called Senior Fellows and they act as networked servant leaders
Doris Reeves-Lipscomb

Why Google's Best Leaders Aren't Stanford Grads With Perfect SATs | Inc.com - 0 views

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    article by Walter Chen, Inc. Excerpt: "The most important character trait of a leader isn't where she went to school or her IQ. It's one that you're more likely to associate with a boring person than a Silicon Valley star: predictability. The more predictable you are, day in and day out, the better." The article It isn't as much about predictability as it is leaders establishing clear direction and getting out of the way of employees to work autonomously in making the goals/vision come true. All backed up by big data that has changed Google's hiring practices.
Doris Reeves-Lipscomb

Four Greatest Challenges Facing Learning Leaders in this Decade: No 2, CLO as Facilitat... - 0 views

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    Excellent blog by Nigel Paine on facilitating learning in organizations with explication of leader as facilitator or enabler, February 20, 2014. Found this via Charles Jennings via Jane Hart.
Lisa Levinson

Emerging Leaders Playbook - 0 views

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    Beth Kanter's wonderful SlideShare on how to be an effective nonprofit leader.
Doris Reeves-Lipscomb

11 Simple Concepts to Become a Better Leader | LinkedIn - 0 views

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    blog by Dave Kerpen, January 28, 2013, that came to me via Linkedin in my daily mail on 11 simple concepts to become a better leader. Offers a pyramid of traits/behaviors starting with listening, storytelling, passion, and team playing as the foundation, surprise and delight, responsiveness, and simplicity on the second tier, authenticity/transparency and adaptability on the third tier, gratefulness on the fourth tier, and Golden Rule for treating others as you like to be treated at the top..
Doris Reeves-Lipscomb

The connected leader | Harold Jarche - 1 views

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    Very good blog post on the Connected Leader by Jarche, 2.12.13
Doris Reeves-Lipscomb

2010 Trends Continued… Flatter Organizations | Professional Development - 0 views

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    Blog on professional development, 12/7/09 "In the newer flatter models, there are still leaders and followers but not so many layers in between, and that ratio seems to be evening out and actually shifting towards more leaders than followers. In others words, when an employee feels empowered and is driven to leverage all the tools available today for better decision-making (the collective human knowledge is now free and accessible), then really, organizations need to set goals and truly get the heck out of the way. The flatter models are working and they are working great. In addition to being flat, they are also virtual and function-based as opposed to departmental or vocation-based. So, whoever has the expertise necessary to achieve a goal is sought after and their knowledge is harnessed. In some cases, this functional expertise could very well be outside the traditional walls of an organization. As we start 2010, let's be open to performance instead of accountability, to flatter models instead of traditional hierarchies, and to achieving greater success by empowering those who we compensate to perform."
Doris Reeves-Lipscomb

Blog - Measuring Leadership Development - 0 views

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    Blog by Matthew forti on Measuring Leadership Development, November 28, 2011 Neighborhood Builders by Bank of America builds high performing community-based nonprofits and gives them multiple three-day sessions of leadership training for the ED and emerging leader. Excerpts: "1. Develop a detailed theory of change. It isn't worth spending a dime on measurement until you've carefully defined which leaders you intend to target, what specific training and other programming they need, what they will gain, how those gains will be applied, and what should ultimately result." 2. Measure with mixed methods. 3. Continuously measure to improve impact. 4.Build rigor over time. Leadership programs don't need to build a full-scale measurement system right from the start. The best programs are intentional about whether and how to improve the rigor of their measurement over time, based partly on what they want to do with the results.
anonymous

"Using Storytelling To Craft And Communicate Your Strategic Vision" - New at TanveerNas... - 1 views

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    "Of the array of skills that comprise leadership, the ability to craft and communicate strategic vision is simultaneously the most valuable and least well-practiced. The value part is obvious; leaders adept at inspiring their teams achieve high-impact business results faster, more easily, and more compassionately. But, why do so many leaders struggle with building shared vision? In this article, I'll outline three root causes and suggest ways to address them based on best practices from TED Talks."
Doris Reeves-Lipscomb

using-emergence.pdf - 0 views

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    Amazing paper by the Berkana Institute on how networks serve as incubators for CoPs, leaders, new ideas and ways of doing to emerge. It makes me think about leadership training programs vs. networks/forums for growing leadership in the collective. This aspect of emergence has profound implications for social entrepreneurs. Instead of developing them individually as leaders and skillful practitioners, we would do better to connect them to like-minded others and create the conditions for emergence. The skills and capacities needed by them will be found in the system that emerges, not in better training programs.
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